On the Development of the BPM Governance Matrix: The Case of Endress+Hauser

(a) Situation faced: We are reporting on a large BPM redesign project at Endress+Hauser (E+H), a globally operating company in the measurement and automation industry. E+H aimed to reallocate roles and responsibilities of their business process management (BPM) within the existing organization but lacked a tool or framework to guide them in this endeavor. (b) Action taken: As part of this design science research (DSR) collaboration, we co-developed the BPM Governance Matrix, which enables practitioners to integrate and institutionalize BPM within their existing units and the broader management of the entire organization. (c) Results achieved: The main achievement is the development and evaluation of the BPM Governance Matrix, which is based on three activity groups (strategy, structure, process) and four responsibility dimensions, adapted from the RACI method (responsible, accountable, consult, inform). (d) Lessons learned: The matrix demonstrates its usefulness by promoting awareness of the process stakeholder’s roles and responsibilities. Moreover, practitioners can utilize and extend the matrix based on their contextual requirements from a bottom-up perspective. Finally, the matrix can be used to promote communication and collaboration within the existing organization. As such, it creates transparency and supports the discourse among process stakeholders, leading to increased acceptance.